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Organisation Development
Developing healthy organisations
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Rescooped by David Hain from Business Model Engineering!

Start With a Business Model, Not a Business Plan - Steve Blank

Start With a Business Model, Not a Business Plan - Steve Blank | Organisation Development |

   Where did the idea that startups write business plans come from? In the early days of venture capital, investors and entrepreneurs were familiar with the format of business plans from large companies and adopted it for startups. Without much thought it has been used ever since.

   A business plan is the execution document that existing companies write when planning product-line extensions where customer, market and product features are known. The plan is an operating document describes the execution strategy for addressing these “knowns.”

   A startup is notabout executing a series of knowns. Most startups are facing a series of unknowns – unknown customer segments, unknown customer needs, unknown product feature set, etc.That means that writing a static business plan first adds no value to starting a company, as the plan does not represent the iterative nature of the search for the model.


Via Peter Hoeve
Rescooped by David Hain from Business Model Engineering!

From analog to digital: Transform the Business Model - John Jackson c.s.

From analog to digital: Transform the Business Model - John Jackson c.s. | Organisation Development |

   Continuously harvesting quick wins while keeping an eye on the framework you’re building for the midterm and for the long term is challenging, to be sure. But it will prove important for consumer-facing businesses wishing to stay at the forefront of the digital revolution.

   While the journey to a digital business model will vary by sector and company, there are important commonalities as well. No matter what business you’re in, managing multiple platforms, negotiating with numerous vendors and dealing with compatibility issues will consume time, money and energy.

   Businesses looking to gain advantage will need to clearly define how they will innovate, implement, manage and monitor the application of digital solutions throughout the organization—a significant change from working on separate solutions in various parts of the business.

   What isn’t possible is to design the perfect end state at the outset. Indeed, planning a companywide transformation and locking in decisions such as platforms, software and providers in advance is a mistake. Learning through iteration will yield better returns than orchestrating a huge and complex transformation, relevant only for a short time.

   Given the speed of innovation and technology change, the principle to adopt is being fast to failure. Begin by identifying appropriate pilots and applying proof-of-concept techniques to test different options. This concept of continuous beta versions is what helps digital companies learn quickly and remain agile, and it can do the same for analog organizations that wish to digitize.


Bonus Information 1: Full Article (Analog to Digital) in PDF: .

Bonus Information 2: Full Vison 2012 Report (Accenture Technology) in PDF: .


Via Peter Hoeve
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